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Nov 8, 2013
11/13
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for us it's the veterans day, because of tv. but what does folds mean, what does it mean to be a vet and how many vets have you hired? >> well, the folds of honor is the kingsford's charity that we're linking into. folds of honor started 2007 by a major dan early out of the air force. folds has raised about $25 million in the last six years and they provide scholarships for the spouses and children of vets who are either killed in action or disabled in action. so we think it's extremely important that we be here in support, you know, folds of honor in the endeavor. so kingsford, that's our official charity. so we're supporting that. i think for us, we have hired probably 15% of our hires this year have been veterans. i was just in chicago three weeks ago talking to 350 mba veterans who are getting out of various programs around the country and we had three young mba veterans we had just hired in the last three months at that meeting with us. so i think it's very important for us. veterans do a few things. they have a mission ori
for us it's the veterans day, because of tv. but what does folds mean, what does it mean to be a vet and how many vets have you hired? >> well, the folds of honor is the kingsford's charity that we're linking into. folds of honor started 2007 by a major dan early out of the air force. folds has raised about $25 million in the last six years and they provide scholarships for the spouses and children of vets who are either killed in action or disabled in action. so we think it's extremely...
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Nov 8, 2013
11/13
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CNBC
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they're used to you being eog resources. >> yeah. i'm 67 years old and i need to pass the torch to someone else. bill thomas who's been with the company 30-plus years is more than able to pick up the torch and running with it, but i'll still be able to provide guidance to bill from my seat on the board. >> excellent. >> so i think it's been a good transition. >> congratulations. there are a couple changes in this quarter you've got to tell us about. you had previously not said that bakken was not producing as much as eagle ford. technological changes you've done seems to have been a game changer for you. tell me what happened so bakken is full bore now? >> yeah, what really happened in the bakken is we've taken some of the completion technology that we learned from the eagle ford in the last year and applied it to the bakken and it's really made kind of a night and day difference in the productivity of the new bakken wells. productivity in the new bakken is wells is up about 50% relative to some of the completions we've made a year a
they're used to you being eog resources. >> yeah. i'm 67 years old and i need to pass the torch to someone else. bill thomas who's been with the company 30-plus years is more than able to pick up the torch and running with it, but i'll still be able to provide guidance to bill from my seat on the board. >> excellent. >> so i think it's been a good transition. >> congratulations. there are a couple changes in this quarter you've got to tell us about. you had previously...
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Nov 26, 2013
11/13
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CNBC
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>> first of all, you should look at us. we're a growth company, organic growth, organic growth, organic growth, okay? >> that's what i want out of a company. >> we're also making a lot of money while we're doing it and we're paying down debt, and come back and look in 20 years what hain has done, look at the portfolio brands. >> if you don't buy these clorox will buy them. if clorox doesn't buy them general mills will buy them. you have to buy them. >> it's not just buy them, buy them and grow them. listen, we bought this last december and it was $20 million and it will do $50 million. you come back and talk about non-dairy and you had one of my competitors talk about non-dairy and organic growth. i just came back from europe. our business in europe is growing nicely. here, vegetarian. hey, you know there's 30 million students out there and a big percentage of them are going vegetarian or vegan products. are you talking to me off-camera, but you & come back and look at consumer, looking for less protein today and here is a
>> first of all, you should look at us. we're a growth company, organic growth, organic growth, organic growth, okay? >> that's what i want out of a company. >> we're also making a lot of money while we're doing it and we're paying down debt, and come back and look in 20 years what hain has done, look at the portfolio brands. >> if you don't buy these clorox will buy them. if clorox doesn't buy them general mills will buy them. you have to buy them. >> it's not...
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Nov 14, 2013
11/13
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it helps us add more restaurants. so it's just a natural growth there are tons of opportunities still left ahead of us. only 15% still reservations are online. >> now a lot of people have felt that it was only amount of time before a competitor has come in. but you spent a lot of money building a proprietary system. has anyone been able to try to dislodge it with any success? >> not really. we've had competition in the past. we'll have competition going forward. but we're really uniquely positioned because we are the largest network in the world, 30,000 restaurants and we seat so many diners. it's really -- we're in a unique position. >> what happens if yelp, because they are in pitch in, in all of the service companies, can you have it, can you flick a switch? or is there something to the installed base that makes it not so easily replicated? >> it's really about building the real-time availability. it's taken a long time to do. we power many different partners. 600 in total. all of them in aggregate are only 5 to 10
it helps us add more restaurants. so it's just a natural growth there are tons of opportunities still left ahead of us. only 15% still reservations are online. >> now a lot of people have felt that it was only amount of time before a competitor has come in. but you spent a lot of money building a proprietary system. has anyone been able to try to dislodge it with any success? >> not really. we've had competition in the past. we'll have competition going forward. but we're really...
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Nov 14, 2013
11/13
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or give us a call at 1-800-743-cnbc. miss something? head to mad money.cnbc.com. 0 [ tires screech ] ♪ [ male announcer ] 1.21 gigawatts. today, that's easy. ge is revolutionizing power. supercharging turbines with advanced hardware and innovative software. using data predictively to help power entire cities. so the turbines of today... will power us all... into the future. ♪ at bny mellon, our business is investments. into the future. managing them, moving them, making them work. we oversee 20% of the world's financial assets. and that gives us scale and insight no one else has. investment management combined with investment servicing. bringing the power of investments to people's lives. invested in the world. bny mellon. i'm bethand i'm michelle. and we own the paper cottage. it's a stationery and gifts store. anything we purchase for the paper cottage goes on our ink card. so you can manage your business expenses and access them online instantly with the game changing app from ink. we didn't get into business to spend time managi
or give us a call at 1-800-743-cnbc. miss something? head to mad money.cnbc.com. 0 [ tires screech ] ♪ [ male announcer ] 1.21 gigawatts. today, that's easy. ge is revolutionizing power. supercharging turbines with advanced hardware and innovative software. using data predictively to help power entire cities. so the turbines of today... will power us all... into the future. ♪ at bny mellon, our business is investments. into the future. managing them, moving them, making them work. we...
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Nov 15, 2013
11/13
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this used to be the hottest teen brand in the world. under jeffries recent leadership, it's become practically irrelevant. there's so much going wrong, it's hard to know where to start. this past may, abercrombie reported some incredible bullish forecasts, hyping the results to high heaven. jeffries comes out and says, we are excited and energized by all these initiatives and look forward to sharing more details as we move through the years. sounds like things are going great guns, right? but then literally just a few months later, a & f delivers one of of the most profound corporate earnings i've seen since we were in the depths of the great recession. could this guy be more clueless? or consider abercrombie's most recent quarter. the decline in same store sales was hideous. even worse, they then gave four year earnings guide from $1.40 to $1.50 when stock market expects $1.90. that's slash and burn, awful. especially when you consider at the beginning of the year abercrombie was forecasting at least $3.30. that's right, guidance has c
this used to be the hottest teen brand in the world. under jeffries recent leadership, it's become practically irrelevant. there's so much going wrong, it's hard to know where to start. this past may, abercrombie reported some incredible bullish forecasts, hyping the results to high heaven. jeffries comes out and says, we are excited and energized by all these initiatives and look forward to sharing more details as we move through the years. sounds like things are going great guns, right? but...